Last Week… 1. The Question was: “Who does what” 2. Looked at the six key elements to consider in organizational design 3. Looked at mechanistic vs organic

Last Week… Last Week…

1.1. The Question was: “Who does what”The Question was: “Who does what”

2.2. Looked at the six key elements to Looked at the six key elements to consider in organizational designconsider in organizational design

3.3. Looked at mechanistic vs organic Looked at mechanistic vs organic designs and structural contingency designs and structural contingency factorsfactors

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This Week’s ObjectivesThis Week’s Objectives

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1.1. Look at actual organizational structures Look at actual organizational structures (traditional vs contemporary designs)(traditional vs contemporary designs)

2.2. Understand why we communicate and how it Understand why we communicate and how it worksworks

3.3. Consider the various methods of communication Consider the various methods of communication and how to know what worksand how to know what works

4.4. Examine the barriers to effective communicationExamine the barriers to effective communication

5.5. Understand the flow of communication in Understand the flow of communication in organizationsorganizations

6.6. Look at two contemporary communication issuesLook at two contemporary communication issues

Organizational Organizational StructuresStructures

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Traditional Organizational DesignsTraditional Organizational Designs

Simple StructureSimple Structure Low departmentalization, wide spans of control, Low departmentalization, wide spans of control,

centralized authority, little formalizationcentralized authority, little formalization

Functional StructureFunctional Structure Departmentalization by functionDepartmentalization by function

Operations, finance, human resources, and product Operations, finance, human resources, and product research and developmentresearch and development

Divisional StructureDivisional Structure Composed of separate business units or divisions Composed of separate business units or divisions

with limited autonomy under the coordination and with limited autonomy under the coordination and control of the parent corporationcontrol of the parent corporation

Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Management, Ninth Canadian EditionNinth Canadian Edition

Copyright © 2009 Pearson Education CanadaCopyright © 2009 Pearson Education Canada

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Strengths/Weaknesses of Common Traditional Strengths/Weaknesses of Common Traditional Organizational DesignsOrganizational Designs



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Contemporary Organizational DesignsContemporary Organizational Designs

Team StructuresTeam Structures The entire organization is made up of work groups or self-The entire organization is made up of work groups or self-

managed teams of empowered employeesmanaged teams of empowered employees

Matrix StructuresMatrix Structures Specialists for different functional departments are Specialists for different functional departments are

assigned to work on projects led by project managersassigned to work on projects led by project managers Matrix participants have two managersMatrix participants have two managers



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Contemporary Organizational Designs (cont.)Contemporary Organizational Designs (cont.)

Project StructuresProject Structures Employees work continuously on projects, moving on to Employees work continuously on projects, moving on to

another project as each project is completedanother project as each project is completed

Learning OrganizationLearning Organization An organization that has developed the capacity to An organization that has developed the capacity to

continuously learn, adapt, and change through the continuously learn, adapt, and change through the practice of knowledge management by employeespractice of knowledge management by employees



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Boundary-less OrganizationBoundary-less OrganizationA flexible and an unstructured organizational A flexible and an unstructured organizational

design that is intended to break down external design that is intended to break down external barriers between the organization and its barriers between the organization and its customers and supplierscustomers and suppliers

Removes internal (horizontal) boundaries:Removes internal (horizontal) boundaries: Eliminates the chain of commandEliminates the chain of command Has limitless spans of controlHas limitless spans of control Uses empowered teams rather than departmentsUses empowered teams rather than departments

Eliminates external boundaries:Eliminates external boundaries: Uses virtual, network, and modular organizational Uses virtual, network, and modular organizational

structures to get closer to stakeholdersstructures to get closer to stakeholders



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Contemporary Organizational Designs (cont.)Contemporary Organizational Designs (cont.)

Examples of Removing BoundariesExamples of Removing Boundaries

Virtual OrganizationVirtual Organization An organization that consists of a small core of full-time An organization that consists of a small core of full-time

employees and that temporarily hires specialists to work employees and that temporarily hires specialists to work on opportunities that ariseon opportunities that arise

Network OrganizationNetwork Organization A small core organization that A small core organization that outsourcesoutsources its major its major

business functions (e.g., manufacturing) in order to business functions (e.g., manufacturing) in order to concentrate on what it does bestconcentrate on what it does best

Modular OrganizationModular Organization A manufacturing organization that uses outside A manufacturing organization that uses outside

suppliers to provide product components for its final suppliers to provide product components for its final assembly operationsassembly operations



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Contemporary Organizational DesignsContemporary Organizational Designs



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Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 10-11

Chapter 10

Communication and Information Technology

The Question…The Question…

Why don’t peopleWhy don’t peoplejust do what I just do what I

tell them tell them to do?to do?

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What Is Communication?

The transfer and understanding of meaning

Interpersonal communicationCommunication between two or more people

Organizational communicationAll the patterns, network, and systems of

communications within an organization


Why do we communicate?(Functions of Communication)

ControlMotivationEmotional Expression Information


Exhibit 10.1 The Interpersonal Communication Process

Receiver

Message

Channel

Noise

Encoding Decoding

Feedback

Message

Sender


Interpersonal Communication

Message Source: sender’s intended meaning

Encoding The message converted to symbolic form

Channel The medium through which the message travels

Decoding The receiver’s retranslation of the message

Noise Disturbances that interfere with communications


Interpersonal Communication Methods

Face-to-face Telephone Group meetings Formal presentations Memos Postal mail Fax Publications

Bulletin boards Audio-/videotapes Hot lines Email Computer conference Voice mail Teleconference Videoconference


Interpersonal Communication Methods


Interpersonal Communication Barriers

DefensivenessDefensiveness

NationalNationalCultureCulture EmotionsEmotions

Information Information OverloadOverload

Interpersonal Interpersonal CommunicationCommunication

LanguageLanguage

FilteringFiltering

Selective Selective PerceptionPerception


Organizational Communication

Formal Communication Communication that follows the official chain of

command or is part of the communication required to do one’s job

Informal Communication Communication that is not defined by the

organization’s hierarchyPermits employees to satisfy their need for social

interactionCan improve an organization’s performance by creating

faster and more effective channels of communication


Direction of Communication Flow

DownwardCommunications that flow from managers to

employees to inform, direct, coordinate, and evaluate employees

UpwardCommunications that flow from employees up

to managers to keep them aware of employee needs and how things can be improved to create a climate of trust and respect


Direction of Communication Flow

Lateral (Horizontal) CommunicationCommunication that takes place among

employees on the same level in the organization to save time and facilitate coordination

Diagonal CommunicationCommunication that cuts across both work

areas and organizational levels in the interest of efficiency and speed


Exhibit 10.4 Three Common Organizational Communication Networks and How They

Rate on Effectiveness Criteria

Chain

ModerateHighModerateModerate

SpeedAccuracy

Emergence of leaderMember satisfaction

CriteriaFastHighHighLow

FastModerateNoneHigh

Wheel All-Channel


How IT Affects Organizations

Removes the constraints of time and distance Allows widely dispersed employees to work

together Provides for the sharing of information

Increases effectiveness and efficiency Integrates decision making and work

Provides more complete information and participation for better decisions

Creates problems of constant accessibility to employees Blurs the line between work and personal lives


Current Communication Issues

Managing the Organization’s Knowledge ResourcesBuild on-line information databases that

employees can accessCreate “communities of practice” for groups of

people who share a concern, share expertise, and interact with each other


Current Communication Issues (cont.)

Communicating Effectively with CustomersRecognize the three components of the

customer service delivery process:The customerThe service organizationThe service provider

Develop a strong service culture focused on the personalization of service to each customer:

Listen and respond to the customerProvide access to needed service information

This Week’s Summary This Week’s Summary

1.1. Considered the difference between traditional Considered the difference between traditional and contemporary designsand contemporary designs

2.2. Understood why we communicate and how it Understood why we communicate and how it worksworks

3.3. Considered the various methods of Considered the various methods of communication and how to know what workscommunication and how to know what works

4.4. Examined the barriers to effective Examined the barriers to effective communicationcommunication

5.5. Looked at the flow of communication in Looked at the flow of communication in organizations and some contemporary issuesorganizations and some contemporary issues

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Nonverbal Communication Communication that is transmitted without words

Sounds ImagesSituational behavioursClothing and physical surroundings

Body language: gestures, facial expressions, and other body movements that convey meaning

Verbal intonation (paralinguistics): emphasis that a speaker gives to certain words or phrases that conveys meaning


Evaluating Communication Methods

FeedbackComplexity

capacityBreadth potentialConfidentialityEncoding easeDecoding ease

Time-space constraint

Cost Interpersonal

warmthFormalityScanabilityTime of consumption


Fitting Communication with CircumstancesManagers can use 12 questions to help them evaluate appropriate communication methods for different circumstances.

1. Feedback. How quickly can the receiver respond to the message?

2. Complexity capacity. Can the method effectively process complex messages?

3. Breadth potential. How many different messages can be transmitted using this method?


Fitting Communication with Circumstances

4. Confidentiality. Can communicators be reasonably sure their messages are received only by those for whom they’re intended?

5. Encoding ease. Can the sender easily and quickly use this channel?

6. Decoding ease. Can the receiver easily and quickly decode messages?



7. Time–space constraint. Do senders and receivers need to communicate at the same time and in the same space?

8. Cost. How much does it cost to use this method?

9. Interpersonal warmth. How well does this method convey interpersonal warmth?



Formality. Does this method have the needed amount of formality?

Scanability. Does this method allow the message to be easily browsed or scanned for relevant information?

Time of consumption. Does the sender or receiver exercise the most control over when the message is dealt with?


Barriers to Effective Interpersonal Communication

Filtering The deliberate manipulation of information to make

it appear more favourable to the receiver Emotions

Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages

Information Overload Being confronted with a quantity of information that

exceeds an individual’s capacity to process it



Selective PerceptionIndividuals interpret “reality” based on their

own needs, motivations, experience, background, and other personal characteristics

DefensivenessWhen threatened, reacting in a way that

reduces the ability to achieve mutual understanding



LanguageThe different meanings of and specialized

ways (jargon) in which senders use words can cause receivers to misinterpret their messages

National CultureCulture influences the form, formality,

openness, patterns, and use of information in communications


The Grapevine

An informal organizational communication network that is active in almost every organizationProvides a channel for issues not suitable for

formal communication channelsThe impact of information passed along the

grapevine can be countered by open and honest communication with employees

Documents

Last Week… 1. The Question was: “Who does what” 2. Looked at the six key elements to consider in organizational design 3. Looked at mechanistic vs organic